EU-INDIA Cross-Cultural Innovation Network
Composition of the Network
The EU-India innovation network, consisting of 9 partners, 5 from the EU and 4 from
India, comprises of two inter-meshing networks: a European university network and
an Indian university network (see Fig. 1 below). The European partners are:
Universities of Brighton (UK), University of Wales College Newport, (Wales); IpL
(Istituto per Lavoro) Bologna (Italy); Technical University of Denmark, Lyngby
(Denmark); and University of Technology, Aachen (Germany). The Indian partners
are: National Institute of Science and Technology Development Studies (NISTADS),
(Delhi); GLS, Gujerat University, Ahmedabad, (Gujerat); Punjab Agriculture University,
Ludhiana (Punjab); and Delhi University (Delhi). The EU partners represent five
countries and diverse regions: UK, Denmark, Germany, Wales and Italy. The Indian
partners represent three diverse regions: Delhi, Punjab and Gujerat.
EU-India Network
Coordination/Management
Coordination
EU Network
BRIGHTON
Bologna
Lyngby
Italy
Ludhiana
Punjab
Denmark
Aachen
Germany
Brighton
UK
Newport
Wales (UK)
Ahmedabad
Delh i Univ
Gujerat
ICC
Delhi
NISTADS
Delhi
Coordination
India Network
Figure 1: Cross cultural project networking and university collaboration: double lines connecting
universities shows collaboration for joint R & D activities between the European and Indian partners.
Double arrows show communication links between the coordination centres, Network Coordinating
Centre (NCC), Brighton and the India Coordinating Centre (ICC), Delhi University, and the partners
institutions in the EU and India. The triple links between Brighton and ICC show ongoing
communication
between
the
two
coordination
centres.
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Innovation Network Report
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May 1999 Revised October 1999
The Innovation Network project
This EU-India Cross Innovation Network project is concerned with the fostering of
proactive collaborations in applied research in socio-economic and entrepreneurial
innovations through academic and entrepreneurial networking, including joint interuniversity postgraduate and doctoral training programme, involving universities and
entrepreneurs in the EU and India. The project is rooted in our commitment to
human centred systems approaches in science and technology and our belief that
the establishment of a direct relationship between university and industrial
applications is central to the fostering of proactive entrepreneurial and industrial
cultures. The central aim of this cross-cultural collaboration is to make a sustainable
contribution to the EC-India cooperation on the transfer, exchange of cultural models
of innovation and entrepreneurship, especially their transferability between and
across regions and cultures both within India and the EU.
Innovation to us refers to new attempts to bridge the gap between the university and
the entrepreneurial world. The gap here also refers to the tension between the
propositional knowledge of the university and the tacit knowledge of the user, as well
as the tension between local and global perceptions of technology. We believe that
any sustainable collaboration between the EU and Indian universities involves the
upgrading of EU-India capabilities of applied research, knowledge and know-how,
and central to this upgrading is the role of academic and entrepreneurial innovations
in stimulating social and economic change. This will involve the development of new
techniques of problem definition and new modes of joint working and collaboration.
At the heart of this project is the creation of proactive and cross-disciplinary activities.
We recognise that any sustainable cooperation on cross cultural innovation
between the EU and India necessitates a deep understanding of the European
traditions of social, economic, industrial innovations and of their Indian
counterparts, as well as of the operational mechanisms for the integration of new
technology into industrial cultures. By extending the university network to
entrepreneurs and entrepreneurial organisations, and by integrating exchanges
of researchers with the ongoing processes of joint R & D projects, joint seminars,
workshops and network forums, the project provides an integrated model for
university collaborations in applied research and postgraduate training. The
project will develop a virtual innovation network consisting of a distributed
knowledge data base including a dedicated Web site, email groups, news groups,
and electronic newsletters. It will complement academic and entrepreneurial
networks and will provide a distance learning and knowledge transfer resource,
thereby contributing to the sustainability of existing collaborations and providing
new possibilities of practical cooperation and joint actions between academics,
entrepreneurs and other social actors.
EU-INDIA INNOVATION NETWORK PROJECT
The project is now in its fourth year. During the inaugural year 1 (1998-199), the
network focused on setting up a management and organisational framework for
project activities, implementing building block activities of university networking,
exchanges, workshop/seminar programme, and widening project dissemination
through visibility events in India and Europe. During Yr. 2 the network focused on
initiating the core activities of postgraduate training, R&D projects, and the
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Innovation Network Report
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May 1999 Revised October 1999
knowledge database,
and the virtual network in the form of the project and partner
website. During Yr. 3 the Network focused on the R&D projects in selected areas,
postgraduate training, Doctoral network, entrepreneurial collaboration, and the
virtual network. Yr. 4 is focusing on the establishment of the operational
framework for future collaboration and sustainability of the core collation in the
area s postgraduate and doctoral training programme, university-enterprise
network through R &D projects. the extension of the university network through
the virtual network
The Network has made a major contribution to the development of IT education
in India at postgraduate level. At the PAU, the network has facilitated the
development of a new Masters course in IT programme, and has supported the
further development of an existing Masters programme in Information and
Communication Technologies at Delhi University. New modules in IT have been
developed to run at the PAU. Training modules in IT and Multimedia have been
developed and implemented at the Delhi and PAU. The network has been the
catalyst for the establishment of new Centre of Enterprise Innovation at GLS,
Gujerat. At Aachen, IpL, Lyngby, Wales, the network has stimulated new
directions of action research, and this has moved the work of the project very
swiftly in this reporting period.
THE NETWORK WORKING STRUCTURE
An integrated structure for inter-university collaboration
The network has implemented an integrate structures fo r its network activities (Fig. 2).
The postgraduate training is integrated with exchange visits of senior researchers
and project workshop. The exchange visits provide an opportunity for interuniversity collaboration in supervision of postgraduate and PhD students at the
host University, the input to the development of new courses and course
materials, and the preparation of project publications. The project workshops
provide a forum for piloting new courses and training modules. Visiting senior
researchers contribute to the widening the knowledge base through focused
seminars and extending the project network through public lectures and visit to
enterprises. Both the exchange visits and workshop activities thus provide a
strong input to the postgraduate training, university networking through focused
seminars, invited lectures. All these activities contribute to the development of the
virtual innovation network by providing material for website development and
creating links to other related research, and entrepreneurial networks.
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Innovation Network Report
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May 1999 Revised October 1999
Integrated structure:
Workshops, Exchange Visits, Post Grad Training
Coordination & Feedback
Network associate
researchers &
entrepreneurs
The Network
Network staff, fellows &
students
Partner Universities
Knowledge, Expertise
Input to
Workshop
Senior researchers
Senior academics; project staff &
researchers
Exchange feeds into workshop
Lectures- e.g. knowledge+innovation
Training courses: pilot modules
Seminars- students, staff, proj. topics
Open Public Forum: entrepreneurs, public
outputs
Post Grad
Training
input
Exchange Visits
Masters courses: IT
Training course: multimedia
Piloting: course & training
modules
Joint supervision
Course development
Planning publications
Enterprise visits
input
Entrepreneurial
networking
R&D
collaboration
Univ. networking
Publications
Input to
Input to
Input to
Knowledge DataBase: Virtual Innovation Network
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Innovation Network Report
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May 1999 Revised October 1999
A network model for postgraduate training
This activity is concerned with the design of a network model of postgraduate
training. It involves creation of an overarching framework which integrates the
network activities of postgraduate course development, R &D projects, work, the
exchange of researches for the integration of the postgraduate and doctoral training
programme into the postgraduate programmes of partner institutions (Fig.3). This
involved the stimulating and facilitating the development of new Maters in IT course
at Punjab Agricultural University (PAU), the expansion of the existing maters in ICT
course at Delhi University, and the creation f a Centred for Enterprise Training at the
GLS, Ahmedabad. This model focuses on augmenting new courses into the exiting
academic structures of the partner university (e.g. PG in IT course at the PAU) or
augmenting exiting postgraduate course through new course/training modules (e.g.
multimedia training and collaborative learning modules at Delhi University), or
widening existing teaching and research through project seminars and invited
lectures by senior network researches (e.g. MBA course at GLS). The core activity of
the model is the inter-linking of the project workshop activity with exchange visits of
the senior researchers. The exchange visits provide both a expert resource and
catalyst for planning, preparing new courses and training modules as well as and
piloting course and training modules at project workshops. Since the new courses
and training modules are embedded into the academic structures of the home
universities, their validation and accreditation, as well as their implementation is the
responsibility of the home university. The network acts as a facilitator of transfer and
exchange of course models and course materials across the partner institutions, as
well as a source of domain expertise for piloting and implementing courses at the
home university. The success of the innovation network has been in facilitating
collaborations between India and European partners in postgraduate training. The
successful collaborations include: the PAU and Brighton collaboration- New Postgraduate course in IT; Delhi University and Brighton collaboration Course and
training modules in collaborative learning; Delhi University, PAU & UWCN, (Wales)
and Aachen collaboration in Multimedia training: GLS, Brighton collaboration in
Enterprise training. These collaboration in postgraduate training together with Action
Research work in the diary sector, artisan sector and small enterprise sector form
the core of the Doctoral and Postgraduate Student network.
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A network model of postgraduate training
Home institution
Validation & accreditation &
implementation of courses and course
modules
Masters in IT
Home institutions
Exchange of teaching
and training experiences
PAU: new Masters IT
Delhi Univ.: extension of
existing Masters ICTs
Network partners
R &D: exchange
& collaboration
Contextual material
Academic staff &
young researchers
Workshops/seminars
PAU: new Masters IT
Delhi: extension
Masters ICTs
Collaboration:
Brighton, & Wales
Senior
Piloting course modules researchers
& invited
lecturers
Lectures &
seminars, forums
Contextual research material
Peer evaluation
Lectures, seminars,
evaluation, feedback
Exchange of training
experiences
PAU & Delhi: new
Exchange of teaching
practice; adaptation of
existing course modules &
new module development
Wales, Brighton
Adapting existing and
piloting training for trainer
modules
EU-India Cross Cultural
Innovation Network Report
Exchange of learning
experiences
Theories & methodologies
of action research
Joint supervision
PAU, Delhi, GLS,
Brighton, Lyngby,
Aachen, IpL, Wales
senior
researchers
modules Collaboration:
Training modules:
Multimedia
Delhi, PAU, GLS,
NISTADS, IpL,
Brighton, Lyngby,
Aachen, Wales
Exchange visits
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Doctoral &
postgraduate
students
May 1999 Revised October 1999
Post-graduate Training Programme
IT and multimedia training modules for academic staff at the PAU
The new Postgraduate Diploma in IT (Masters level) course has been launched
at the PAU in July 2000, with first intake of 13 students. The EU partners are
making a major contribution to develop new skills and teaching expertise at the
PAU in the emerging areas of IT and Multimedia. The traditional PG course in IT
in India has been rooted in the engineering disciplines. This new course develops
new areas of skills and expertise, which are necessary for interdisciplinary
applications in the agricultural society such as Punjab. This training course at the
PAU aims to develop a core of academic staff as trainers in IT and multimedia. It
is intended that this academic core staff will also act as training of further and
future trainers for staff and students within the University, in addition to their
teaching expertise for the PG in IT course. These expertise and will provide a
skill pool for training of extension workers, development workers as well as rural
entrepreneurs in Panjab.
ICT Master s of Science at University of Delhi
This Master course is aimed at creating software and communication hard ware
professional for IT industry in India. The Network partners are supporting Delhi in
developing new area of postgraduate training in multimedia and IT applications in
socio-economic areas. Thus the partners are contributing to the widening the
scope of the existing course and enhancing employment opportunities of student
in the new application area of multimedia and IT design. In addition the EU
partners are contributing to the development of new areas of research in
collaborative learning, collaborative working and distance learning.
MBA at GLS, Gujarat University
The lecturers and seminars given by partners to the MBA students on topics such
as Information society and globalisation, IT and entrepreneurial innovation.
Science and society, European models of knowledge networking, human centred
paradigm and development have contributed to widening the horizon of the MBA
course within the context of context of inter-dependent globalisation. The project
partners have made significant to the MBA course in the following respects:
Broadening our horizon in the field of Economics and Business, and being
informed about the work going on in the partner Institutions; Getting new
perspectives on Gujarat Models of innovations; Adding a new dimension of
entrepreneurship and innovation, and focussing attention to innovations rather than
on traditional ways of thinking and praxis
“Learning while earning” model
The very idea of transfer of knowledge and exchange of experiences between
University research and enterprise application is about promoting and cultivating
the models of “learning while earning”. The project work contributes to this model
through the developing of workshop and seminar based intensive training
courses integrated into distance and collaborative learning activities both with
and outside the university. The Network model is based on the Brighton
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May 1999 Revised October 1999
experience of modules postgraduate training for students in employment, Aachen
University experience of ‘learning while working’ model of doctoral research, and
the UWCN (Wales) model of on-line Masters courses. These “learning while
earning” models provide a basis for the development postgraduate learning
models at the Indian Universities. Delhi University is first among Indian
Universities to take steps in building upon these models within the Indian Higher
Education context. In this model, bright students from poor families who cannot
afford course fees for IT course at Delhi University are admitted to the course on
the basis that they earn their fees through working as administrators, support
staff in the IT labs. Delhi University is planning to extend this models to students
who may work part-time with IT companies in Delhi and to students who may do
extra software work within the University for IT industry. We believe that this
emerging “learning while earning” model being developed at Delhi universities
will provide a bench mark for similar models of learning and earning at other
universities in India.
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Innovation Network Report
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May 1999 Revised October 1999
R &D Activities: following the practice of action research
To the EU-India Network, the fundamental principle of action research is that the
seeds of change are implicit in the very first questions we ask. What people think,
perceive and talk about are the points of departure for asking questions that allow
the participants to discover and multiply the alignment of knowledge and action.
The questions we ask set the stage for the knowledge out of which the future
opportunities are conceived and constructed. Thus, from an action research
perspective, inquiry and change are simultaneous rather than separate moments
of a development process. In general, action research has been defined as an
approach to research that is based on collaborative problem-solving relationship
between researcher and stakeholder. The purpose is to generate new knowledge
as well as solving a problem by bringing together theory and practice, reflection
and action in collaboration between action researchers and practical oriented
actors. As action researchers we study the social issues together with those who
experience these issues directly. The outcome is both an action and an
increased knowledge.
Within the action research paradigm there are multiple methodologies, each of
which has their own distinctive emphasis. However, they are united by three
features. First, the action research approaches are participatory whereby
research subjects are themselves active in collaboration with the researchers.
Secondly, the action researchers view themselves as change agents. The
acceptance of action research methods in new social contexts raises a critical
question: Does it mean new space for change of power inequities or is it just
another example of co-optation? Thirdly, the empirical materials are not limited to
data collected according to strictly formalised rules, but include as well recorded
dialogues and observed actions taking place as part of the action process. Action
research is different from conventional academic research – it is based on
different relationships, has different purposes, and has different ways of
conceiving knowledge.
Action Research in the Dairy Sector
Collaboration: Lyngby (Denmark); IpL Bologna (Italy); PAU (Punjab, India); GLS,
(Gujarat, India); NISTADS ( Delhi, India)
The purpose of action research in the diary sector is to learn from each other
about the agriculture enterprise, the dairy sector processing industries, regional
and national models of innovation, collaboration and networking of R &D
institutions and rural and village dairy sector enterprises and cooperative. And
the role of ICT for communication and dissemination of knowledge between and
across regions both with and across India and Europe. Out focus is on the
promotion of ICT and multimedia tools for transfer of technology and knowledge
between universities and SMEs, as well on the diffusion of knowledge from
universities and research centres to enterprises in form of technology and knowhow. As part of this collaboration the EU-India Network is acting as a catalyst in
promoting collaborations between Indian and European farmers, initially between
Punjabi and Danish framers and future bilateral cooperation between Indian and
Italian regions.
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Action research workshops are organised both in Europe and India to share and
exchange knowledge and experiences of entrepreneurial activities in India (Punjab
and Gujarat states) and Europe (Danish cooperatives and Emilio Romagna
region of Italy). These workshop provide a fruitful forum for knowing the strengths
and weaknesses of cooperative dairies, the diversity and commonality of models
and approaches being followed in different regions in India and Europe, the
existence of networking patterns and socio-economic contexts for the transfer of
knowledge within and across regions as well the adaptation and adoption
entrepreneurial activities. The case studies on the status of Dairy Development in
different countries provides an insight into the working and functioning of
cooperative dairies, especially the unique cluster approach of networking of the
Anand Model (Gujarat) and its transfer to dairy cooperatives in Punjab. The dairy
cooperatives in Italy gives an enlightening experience of the varieties of dairy
products processed, the hygiene and safety standards followed and especially
code of ethics followed in real sense regarding quality approval to milk and milk
products from field to table. For example, the unique cluster in networking
approach of the ANAND Model (Gujarat) can be transferred dairy cooperatives of
Punjab, making dairy cooperatives in Punjab more successful. The Dairy
Cooperatives in Italy provide an enlightened local cultural and entrepreneurial
model for promoting organic dairy cooperative in other regions of Europe and
India, especially the code of ethics followed in real sense regarding quality
approval to milk and milk products from field to table.
University –Entrepreneur Networking: Case study activities
Networking Of Dairies in Denmark
The Danish EU-India group is collaborating with the dairy cooperative sector in
Denmark to study models of dairy enterprise and dairy industry in Denmark and
their importance in Danish economy. The networking of dairies is driven by 45
organic dairy farmers, producing 25 different products with well-established
brands of milk and cheese.
The possible inputs to WP3 were suggested like the dissemination input, input for
practitioners and scientific input. Wrapping the discussion, Dr. Garibaldo
lamented that the industrial atmosphere is a mix of cultural, social and economic
issues and this exemplifies the informal network.
Status and Strategy for organisation of Dairy Sector on an Agro-Industry in
Punjab (India)
The EU-Indian group of the Punjab Agricultural University (PAU) is collaborating
with both formal and informal dairy sectors in Punjab to study the models of
enterprise and innovation in this sector. The Punjab Dairy Cooperative Structure
is a three - tier system: i) village level Cooperative societies, ii) district level Milk
unions and iii) state level Milk federation. The Network is concerned with the
investigation of the functioning of the cooperative dairy and its benefits to farmers
and their families, especially women and to society at large. This includes
strengths and weaknesses of the Punjab dairy sector within the global
perspective. The study focuses on the existing Knowledge Networks, Regulatory
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May 1999 Revised October 1999
Network and Marketing Network. The newly created marketing channels by the
cooperative for milk distribution to final consumer are being elaborated.
Role of Women in Dairy Milk Cooperatives and its Impact on women
The objective of the study is to learn the pattern of functioning of dairy milk
cooperative, role played by women, its impact on women and to capture the
practising knowledge and adoption of new technology by women folk. The study
focuses on the status of women in the dairy cooperative movement at the
national level and the plans of the government for its promotion. Our
collaboration with a women dairy cooperative from a Punjab village illustrates that
women play a decisive role in decision making in the evolution, functioning and
future direction of village cooperative. Through their active participation in diary
cooperative, women are able create and promote possibilities of women
empowerment. These possibilities of empowerment relate to confidence and
capability building process as an integral part of the village family culture. The
dairy action research group consisting researchers from Punjab Agricultural
University (PAU) and NISTADS (Delhi)
A story telling framework is being used to involve members of women milk
cooperative to explore the relationships between the milk production, hygiene,
health, environment
Case Study of “Gujrat Cooperative Milk Marketing Federation” popularly known
as AMUL.
The study is concerned with the development of a Gujarat model of innovation
arising from the Dairy sector enterprise in Gujarat. The starting point of this case
study work is the emergence and establishment of AMUL brand as a common
brand for all fifteen district cooperative milk unions in the Gujarat State. The
pioneering work of dairy sector enterprise was undertaken by the local leaders
and Mr. V.Kurien, a dairy expert, leading to the establishment of National Dairy
Development Board as a catalyst for the dairy cooperatives. As an integral part of
technology and society strategy developed by AMUL also formed the basis of the
establishment of Institute of Rural Management (IRMA) offering Post-graduate
Management in Agriculture, as a part of Dairy movement in Gujarat. This of
AMUL model has been replicated in many other states in India. On eof the
hallmarks of the AMUL model is the incorporation of women networks and
essence of clustering in networking in its development framework.
Italian case Study – Granarolo s.p.a
Granarolo s.p.a is the leader in the Italian fresh milk market; the second largest
group in dairy industry which has achieved this position by acquisition of several
dairies in the region, including the milk plants of Milano and Vicenza. The focus
of Granarolo s.p. is on continuous improvement and innovation process,
incorporating system values of entrepreneurial vision and mission such as the
customer satisfaction, code of ethics of work, positive work climate, professional
improvement, creativity etc. The evolution of the Granarolo mission is achieved
through active employees’ participation, which is sustained by the development
of the competence of the employees through vocational training activities and
through information technology.
Parmigiano-Reggiano Cheese System
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Innovation Network Report
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May 1999 Revised October 1999
The objective of this study is to study the working career of cheese makers, the
economic performance and technological problems of Parmigiano - Reggiano
cheese system. Social control among the farmers to remain organic and to follow
organic practices. It is observed that the Ripening firms and the supermarkets do
not have the same commitment with the values of the Parmigiano brand image
and followed by the dairies and the farmers.
A special feature of the Parmigiano model is that it is a family based operation
and based is on apprenticeship. It is found that the average working life of
cheese maker is 24 years out of which 16 years are spent as a cheese maker
and 8 years as an apprentice. In 76.8% of cases, single client buys the cheese,
13.4% for 2 clients, 4.5% for 3 clients and 5.4% for more than 3 clients. Generally
one firm is contacted to sign the contract. On an average 2,608 tons of milk is
processed every year.
Caseificio Santa Rita - Organic Dairy, Serramazzoni Barbona, Modena
The organic cooperative dairy has been in operation since. The main features of
this cooperative dairy are that organic agriculture milk is produced by 10 farmers
as members of the cooperative. The Dairy cooperative produces, seasons and
markets directly Parmigiano-Reggiano cheese. The Dairy is built with material
and techniques of ecological architecture, all the dairy processes enjoys high
standards of cleanliness and quality. Although the Dairy is partially mechanised from
the health and safety point of view, it relies on the high level of artisans’ skills. The
cooperative has a clearly developed strategy for using local artisans for the
manufacturing and maintenance of the dairy equipment. The organic Dairy
“Caseificio Santa Rita” is a stimulating example of action research which focuses
on problems within local settings, bringing continuous improvement in procuring,
processing and marketing strategy, as well as, bringing improvement in cheese
making through sharing of experiences and training interventions. This local
entrepreneurial and cultural experience of dairy cooperative provides a model for
creating organic dairy farming in other regions in Europe and India, as well as a
basis for cross cultural collaboration in organic farming between small agricultural
enterprises in Europe and India.
Action Research in the Artisan Sector
Collaboration: UWCN (Wales); NISTADS (Delhi, India)
The Dhokra Artisans of Bankura, West Bengal: A Case Study and Knowledge
Archive of Technological Change in Progress
This collaborative study between UWCN and NISTADS is concerned with a
process of technological change in the traditional cire perdue (dhokra) brassmaking craft as it is practised by one group of families in Bikna Village, near
Bankura in West Bengal, India. This change was initiated and coordinated by the
Indian CSIR (Council for Scientific and Industrial Research) agency NISTADS
(National Institute for Science, Technology and Development Studies). It
involved replacing an ancient traditional but inefficient metal-foundry technique
with another which is almost as ancient but more efficient. The impact of this
apparently simple change on the Dhokra practice has been both profound and
rapid.
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The case study work carried out by the EU-India Network project suggests that
that multimedia technologies make it possible to develop adequate
representations of skilled performance mediated by the craftsman him- or herself.
Particularly valuable in this respect is the capacity of multimedia systems to use a
full range of modalities of description, including video, sound, still image,
conventional text and technical diagrams. This technology makes it possible to
present very complex information in a variety of formats and contexts. The study
is therefore part of a wider exploration of the potential capability of multimedia as
a tool for ethnographic research.
In the long term, however, the artisans face serious decisions about the craft. On
one hand, they may choose to follow the route to industrialisation, illustrated here
by the case of Netai Karmakar. On the other hand, and this is what they appear
to prefer, they can develop towards a consumer market based on high quality
high aesthetic value artefacts. This could possibly be found supplying high craft
content artefacts to a growing tourist and indigenous middle class market.
The continuation and development of the Dhokra industry depends on the
artisans finding a stable market niche for themselves and their products.
Whatever it proves to be, this market needs to be developed and supply chains
established. It is easy to demonise the middle-men, but if the economic
conditions of the Karmakars become less marginal and their terms of trade can
be improved, then there is no reason at all why existing middle-men may not
have a major role to play in this market development.
In the end, this is not simply a matter of marginal economics. The Dhokra
artisans of Bikna represent an ancient craft which has been in continuous
production for thousands of years. The Bikna artisans are not ‘primitive’: they are
twenty first century people who happen to be trapped in a cycle of poverty.
Neither are they exhibit in a cultural theme park. They must be free to determine
their own future. At the same time, they embody countless generations of
knowledge, and this knowledge is part of the cultural heritage not only of India but
also of mankind. Whatever direction the craft takes in the future, it would be
tragic if all this knowledge and the accumulated wisdom of millennia were to be
lost.
Action Research in the Small Enterprise Sector
Collaboration: GLS (Gujarat, India): NISTADS (Delhi, India); Aachen (Germany);
IpL Bologna (Italy)
Gujerat Model of Entrepreneurial Innovation
Gujarat has been identified as an entrepreneurial hub of India primarily due to
innovative behaviour of Gujarati entrepreneurs. This has led Gujarat to be known
as a model of entrepreneurial innovations. This model of entrepreneurial
innovations has been developed from the study of entrepreneurs in a variety of
industries from the region and several industrial clusters of enterprises in Gujarat.
The study points to the transformation of many communities, particularly the
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Innovation Network Report
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May 1999 Revised October 1999
Patel community which was traditionally an agriculture community into
manufacturing class is a new emergent in Gujarat’s industrial scenario. Gujarat,
better known as entrepreneurial hub of India can be considered as a major centre
for innovations happening at the grass root level with strong cultural influence.
The enterprising behaviour is largely attributed to typical culture comprising of
traditions, values beliefs and attitudes of the region and can be of great interest in
light of cross cultural innovation model.
The model shows that Gujarati entrepreneur has such values as self-employment,
openness to learn, radical economic sense, family orientation, community
orientation, congeniality, venturesome and quest for the unknown which coupled
with environmental stimuli such as family background, and easy availability of
cheap resources result in typical entrepreneurial orientations giving rise to
Pioneering-Innovative behaviour.
In this study, Heuristics or rules of thumb for decisions of the entrepreneurs are
identified and are grouped to arrive at certain entrepreneurial orientations of
Gujarati entrepreneur. Key entrepreneurial orientations observed are explained
below with the influence of internal stimuli viz. beliefs, values, attitudes, learning
(psychological make-up) and external stimuli, mainly environmental factors.
Since 1960s, Gujarat has shown new patterns of entrepreneurial innovations.
These innovations are made within different forms of organisations – from
proprietorship, public limited companies to cooperative form of organisation.
Again industries such as Brass Parts manufacturing, shipbreaking and gems and
jewellery which were non- existent before 1960 have been started by thousands
of small entrepreneurs. What is more important to observe is the fact that people
from all walks of life and from traditionally non business classes have taken to
starting and nurturing small businesses in all parts of Gujarat. This may be the
beginning of a new type of non-cast based entrepreneurial culture in Gujarat
Industrial Clusters: India, Germany, Italy and UK
Collaboration: NISTADS (Delhi, India); GLS (Gujarat, India); Aachen (Germany)
Under the EU-India Cross Cultural Innovation Network Project, the case study
work is conducted at Ahmedabad, (Gujarat, India); Aachen region of Germany,
and Emilio Romagna region of Italy, including some experiences of incubators in
Sussex area in the UK. The report is divided into six parts. The case studies
focus on the achievements and challenges faced by Indian SMEs and adoption
of a cluster approach, for example the clusters approach of the Oil engines in
Rajkot, Gems and Jewellery in Surat, and Ceramic Clusters in Ahmedabad,
Gujarat, India. The German Model for innovative SMEs emphasises continuous
learning with strong academia – enterprise linkages. The Italian Model shows
how small enterprises in the Emilio Romagna region cooperate and compete
internationally.
The nature of European and Indian Clusters
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The characteristic feature of the European Innovation model (German, Italian or
UK) is the establishment of proactive entrepreneurial culture by establishing
strong linkages between the enterprise and the universities/R&D institutions,
through the establishment of Consortia, and science and technology parks e.g. in
Cesena and Ravena regions in Italy; Incubators and industrial parks and clusters
e.g. in Aachen region in Germany; and incubators e.g. Sussex Innovation Centre,
Brighton, UK. All these approaches have been highly successful in consolidating
the SMEs with infusion of high technologies and constant learning process with
the academia. Vocational training has been one of the characteristic features of
this region. Co-operation and competition among the SMEs has been the crux of
success in all three cases, although it is also evident in the Gujarat Model of
Innovation in India. Exploitation of all knowledge resources including international,
national and local (the tacit dimension), through networking with the help of
information technologies and learning by doing to capture the tacit dimension has
been recognised as the prime factor for competition in this globalised world. In
India, although academia-industry linkages have begun to emerge in various
clusters, but this needs further large-scale commitment and action.
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Small in India is more than beautiful - it is efficient, adaptable and adds value in
economic and social spheres. As the country integrates into the global village,
the small and medium sector will have to respond accordingly. It deserves
special attention as it plays a pivotal role in a country's socio-economic
development. The problems faced by the SMEs particularly in accessing
technology and maintaining competitiveness have been formidable. The Indian
experience shows that the local and national clusters sharing are mostly informal.
Information regarding the latest development and competency understanding is
much less. Work sharing is not seen in the local and national clusters, as it is a
fight for the same customer and in the same market. Even though the product
and technology used by the entrepreneurs are similar; the tendency to share is
less among the cluster participants. And as most clusters are made for
production related issues such as, procurement of raw material, maintenance
and corrective actions. The marketing related issues are never dealt with. The
marketing related issues are the real differentiators between a multinational
company and the SMEs entrepreneurs. With the creation of local and national
clusters the SMEs entrepreneurs can compete with the multinational company on
the issues of quality and other production aspects. But when it comes to market,
the multinational companies (MNCs) are much ahead of the small-scale
entrepreneurs. With the marketing muscle the multinational companies take away
the market share from the small-scale entrepreneurs. Further, Local and National
clusters are mostly formed for production purposes, i.e. for the issues related to
production, like procurement, assembling, and maintenance. The clusters are not
formed for marketing the products. As such, in local and national clusters, the
entrepreneurs are less aware or even unaware of the competitors' strengths and
weaknesses. Thus, the local and national clusters do not really serve the purpose
of clusters for which they are created. The local and national clusters nearly miss
the vital factor of knowledge sharing between elements of cluster and united
marketing to face the competition from the MNCs. On the other hand, it is very
well noticed in case of Italy. The creation and use of specific data basis from
production to marketing (as in case of Italy and UK) is wanting. Non-sharing of
information between the elements of local and national clusters creates a
situation wherein the cluster’s real impact is lost.
PAU Plant Clinic: One Roof Integrated Service
Agriculture is the bedrock of the India national economy. It is the largest sector
of economic activity in the country. Majority of the Indian population lives in the
rural areas and is directly or indirectly dependent on agriculture for their survival.
Therefore progress of the nation is linked to the advancement in agriculture.
Keeping in view the growth rate of India's population, there is need for increasing
agricultural production per unit area and per unit time. So intensive agricultural
techniques using high yielding varieties of crops and optimum and efficient use of
improved inputs can meet the target production. At the same time, the intensive
cultivation has many inherent risks involving indiscriminate use of agricultural
inputs. Considering the different problems related with cultivation, the Punjab
Agricultural University, Ludhiana took the initiative of setting up Plant Disease
Clinic that provided solution to the problems of farmers related with plant
diseases only. A need was felt to reorganise and expand the area of working of
the clinic due to occurrence of more complex disorders. As a result of continuous
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efforts of the university, a full-fledged plant clinic was established at PAU in
January 1993.
The main work of the Plant Clinic involves the diagnosis and remedial measures
for the plant samples brought by the farmers suffering from disorders such as
those of entomological, pathological, nutritional, physiological and agronomic.
The focus is on plant production and protection packages for different crops. The
work also involves field visits to identify and examine complex of problems of the
farmers, and then provide feed back to the university regarding new plant
disorders to reorient research programmes accordingly. The Plant Clinic provides
practical training to undergraduate students through plant clinic courses. The
dissemination of the Plant Clinic activities includes press releases pertaining to
the important plant disorders, remedial measures, new inputs etc.
The plant clinic is an excellent exemplar of integrated model of universityenterprise collaboration for sustainable development. Different scientists are
deputed in the plant clinic to provide services to the farmers about plant disorders.
They are from the fields of Agronomy, Entomology, Plant Pathology and Soil
Science. Farmers are frequently seen visiting the plant clinic near gate no. 1 of
the university campus. They visit the clinic to get information about plant
diseases, to show the disordered plant sample to the scientists for its diagnosis,
to show their plants under insect pests attack and also to get soil/water sample
tested or to buy different varieties of seeds and books. After understanding the
problems of the farmers, scientists use various methods to diagnose the disorder
of the plant sample. These methods include - keen observation, laboratory
analysis and the necessary discussion among the team of scientists in some
cases. This is a systematic, accurate and quick process.
The Plant Clinic is a one-roof service where the problems are solved within 15 to
30 minutes. It is quite rare that the farmers have to wait for a week to get the
solution. Different surveys and research works are also undertaken from time to
time to bring improvement and increase efficiency of the plant clinic. Farmers
after seeking the remedial measures either apply them on the total area under
the crops or on the partial area to test and see the results and most of the times
they are contended and give an overwhelming response.
Further development of the Plant Clinic included the creation of the Farmers
Service Centre. Technical guidance is provided to the farmers for cultivation of
vegetable cereal crops etc. The Framers Centre has the facility for sale of seeds,
sale of agricultural publications at the book centre of plant clinic. About 50 to 60
farmers visit the service centre daily. Besides there are queries done through
telephone by farmers of distant areas. The website and the E-mail ID for availing
the clinic services are under plan of operations. The surveillance and the
monetary committee actively keep on visiting fields and giving suggestive
measures that can installed to improve the production. Certain referred cases
from the university itself are also undertaken in this one roof service. Overall, the
plant clinic has been successful in increasing knowledge and solving problems of
the farmers in time. This has helped farmers in better farm management and
using the inputs effectively.
NETWORK SUSTAINABILITY
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One of the major contributions of the network is to create mechanisms and
processes for sustainability of the network innovations, building upon its core
activities. This is being achieved by integrating IT and multimedia training within
the existing academic structures of partner universities; extending collaborations
in mutually beneficial areas of application; providing a R &D activities as base for
future R&D collaboration; and creating links with funding sources for extension of
network activities. These include: the Integration of the PG in IT course at the
PAU within the academic development framework of the University: sustainability
of Postgraduate Training in IT; Embedding of the multimedia training within the new
course developments at PAU and Delhi: further development of the Multimedia
Training; Extending IT training activities at the PAU: British Council is proving
funds for teacher training in IT and building an IT Laboratory at the PAU. This
complements IT training activity of the EU-India network, and extends to the area
of teacher training which is not funded by the EC; Future R&D collaboration:
Dairy project is providing a catalyst and a resource base for collaboration
between Lyngby, IpL, Brighton and a new partner for developing an R &D project
in Organic Food; Extending collaborations: Lyngby and PAU are creating a
farmer network in organic farming, initially training of Punjabi farmers in Denmark.
The focus will be training in organic food production methods and technologies.
The training course is planned for the year 2002, and funding is being sought by
Lyngby from the Danish Government; Future academic collaboration in MBA:
Brighton and GLS are exploring the possibility of staff exchange leading to future
exchange of doctoral and post-doctoral students; Sustainability of the R &D
network: The Virtual Institute (Virtual network) network website at its core will
provide a forum for both sustaining existing and building new links and R &D
collaborations, thus further extending the university network
The EU-India "Virtual" Innovation Network
The Virtual Innovation Network forms the core element of the sustainability of the
Networking activities. All project activities, especially the university networking,
entrepreneurial networking, R & D projects, Postgraduate Training contribute to the
development of an EU-India "Virtual" Innovation Network. Initially, the virtual network
consists of a dedicated Web site which is linked to partner websites, managed by the
University of Brighton and supported by the ICC Delhi University, thereby forming a
'virtual' network of collaborating EU and Indian universities. . The Network is in the
process of setting up and developing a human-centred.com, which will from the core
of the International Institute of Human centred Systems an “ Institute without Walls”.
The Institute will build upon and further develop a the virtual network, extending to
other universities, entrepreneurial organisations, industrial centres both within India
and the EU in the form of a "Virtual Institute without Walls". The virtual network will
be set up to act as a forum for supporting future applied research on cross-cultural
innovation. It will also act as a forum for the creation of collaborative inter-university
postgraduate and doctoral programmes between the EU and Indian universities.
The Virtual Network has been modelled on the already successful ERASMUS Interuniversity Network in Human Centred System (EU Project) and the International
Institute in Human Centred Systems ("without walls"). It compliments and supports the
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teaching and research activities of the collaborating universities as well as providing
a resource for future cross cultural collaboration and entrepreneurial networking.
Visibility Events
Visibility events in the form of Open Forums, one-day conferences are organised
as an integral part of the workshop/seminar programme of the project. These
events contribute to raising the profile of both the project and the programme
through widening the participation at the workshops, seminars and Open forums
to wider academic community and entrepreneurs together with newspaper
articles in India.
Examples
The Public Symposium on "From Agriculture to Industrial Society in the Global
Information Economy"
Punjab Agricultural University (PAU), 6 March 1999
Enterprise Cultures and Innovation in the Information Society, University of
Brighton, 17 September 1999
Open Forum on IT and Higher Education in India
Delhi University, 1 March 2000
Open Forum on Entrepreneurial Networking in Punjab
Punjab Agricultural University (PAU), 16 March 2000
Cross Cultural Model of Knowledge Networking
7h IFAC Symposium on “Automated Systems Based on Human Skill –Joint
Design of Technology and Organisation”
Aachen, Germany, June 15-17, 2000.
EU-India Innovation Network at the First World Engineers Convention, Hannover,
Germany, 19.-21 June 2000
Special event on small business entrepreneurs
GLS, Ahmedabad (India), 5 July 2000
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May 1999 Revised October 1999